The Design Imperative

Frontmatter

1. Introduction: The Design Imperative

Abstract

Design is significant from both managerial and consumer standpoints. The chapter begins with an exploration of the importance of design in the marketplace. Then, the chapter provides a brief history of the design discipline and proposes a definition of “good design.”

Steven Chen

2. Harvesting a Culture of Design: A Review of Organizational Design Research

Abstract

State-of-the-art research on design management is bifurcated into two literary domains. This chapter examines the first domain, which has to do with organizational frameworks that help businesses achieve innovation and creativity—resources that can be deployed to create products and services that have value to consumers. In other words, this stream of research is concerned about helping firms develop an organizational culture centered on design. Through a review of the organizational design literature, the chapter presents a tripartite model (processes–people–physical space) for harvesting a culture of design.

Steven Chen

3. Product Design Research: A Review

Abstract

The second literary domain of design management research has to do with product design and consumer behavior. Product design refers to the process and outcomes of developing product (or service) offerings. This chapter summarizes the vast product design literature. Specifically, the literature review summarizes several product design streams: product form and consumer behavior, service design, cross-cultural design, and design analytics.

Steven Chen

4. The Design Studio Approach

Abstract

Leading institutions such as Pentagram and Stanford University’s D. School have adopted the Design Studio approach to cultivate innovation. The Design Studio approach encourages a structured method that relies on rapid, iterative brainstorming to harvest ideas. This chapter outlines one variation of the Design Studio approach and discusses the science behind the method’s effectiveness in generating ideas.

Steven Chen

5. To Develop a Design Language (or Not)

Abstract

This chapter uses the automotive industry to explore the advantages and limitations of developing a design language. A design language is an overarching visual style that unifies an organization’s products and brands under one umbrella. While a design language may be a vital component of a firm’s strategy, using a design language to unify the brand carries significant risks. If the design language does not resonate with consumers, a decline in sales could result. Findings from the branding and consumer behavior literatures shed light into design language issues.

Steven Chen

6. Design Teams Versus the Lone Designer

Abstract

Research has shown that multidisciplinary teams are more effective than lone effort in design tasks in terms of innovation. Yet, not all firms have the resources to constitute a multidisciplinary team: many small business enterprises rely on lone effort. This chapter addresses how a firm employing a lone designer could achieve innovation in its own right, and how—under certain conditions—lone effort can even trump teams. Artist recruitment in the comic book industry is used to illustrate the “team versus lone effort” dialectic.

Steven Chen

7. The Open Office: Google and the Modern Penitentiary

Abstract

Firms, such as Google and IDEO, have turned to multipurpose, open office plans to encourage spontaneous employee interactions and creativity. At the outset, these environments seem like play spaces rife with distraction. How does anyone do work here? How do these environments foster discipline and productivity? This chapter challenges the idea that open offices are communal, Zen-like spaces. Rather, the chapter proposes that the reason why open offices work is because they resemble one of the most effective instruments of discipline—the modern-day penitentiary. A prison.

Steven Chen

8. Design Thinking Approaches

Abstract

Design thinking approaches are frameworks that guide the design processes. This chapter will summarize several popular approaches, includi user-centered design, design-driven innovation, knowledge brokering, and competitor orientation. Then, the chapter will examine the differential impact of a strict adoption of using user-centered design and design-driven innovation, the two most popular approaches used by the industry. OXO and Alessi products will be used to illustrate user-centered and design-driven innovation approaches.

Steven Chen

9. The Product Life Cycle and Product Design

Abstract

Many firms’ products fail not because they are poorly designed. They fail because firms do not successfully manage their products over time. This chapter introduces the product life cycle theory, which divides the life of the product into four major stages (Introduction, Growth, Maturity, and Decline) and discusses its design implications. Subsequently, Ansoff’s Growth Matrix is used to illustrate how firms can extend the life of growing and mature products. The chapter leverages Beats Electronics’ design strategy to illustrate the intricacies of the product life cycle.

Steven Chen

10. Designing Extraordinary Service Experiences

Abstract

Services, particularly retail services, may also benefit from design thinking. This chapter provides several frameworks for designing service experiences. Then, the chapter introduces a “practice style” approach toward service design, which recognizes that consumers differ in their motivations for service engagement and how they like to perform services. Finally, the chapter will outline best practices to address disruptions in the everyday lives of consumers that may pose a threat to service continuity. Examples from consumer services (e.g. Disneyland), physical fitness (e.g. P90X), and crafting (e.g. Color Me Mine) industries abound.

Steven Chen

11. Design and Global Culture

Abstract

A product or service that works in one culture may not work in another culture. This chapter addresses important considerations in designing products and services that are aimed at global markets and ethnic consumers within a market. Specifically, the chapter will outline mode of entry, cultural branding, and ethnic marketing strategies that are used by leading firms in the automotive, food and beverage, and culture industries.

Steven Chen

12. Product Design Analytics

Abstract

This chapter examines how managers can quantitatively assess product design outputs. Specifically, the chapter will demonstrate how to implement an award-winning product design scale published in the Journal of Marketing. Following that, the chapter will instruct readers how to segment results from the first survey, using another scale published in the Journal of Consumer Research.

Steven Chen

13. Conclusion: The Keys to Successful Design

Abstract

The conclusion summarizes the keys to innovating through design. Additionally, the chapter will elaborate on the future of design management as a discipline and why more than ever before, design school could be a viable decision for executives and designers looking to harness the power of design to innovate products and services so that they can transform their organizations.

Steven Chen

Backmatter